Lust to control in misconstrued hierarchical system.

 13th July, 2025

Control is synonymous with power in a hierarchical system.

The myth runs deep that the more control you exert over your junior colleagues, the more power you wield. First of all, let me again clarify that I don’t believe in the term subordinate, as it reminds me of the slave era. Unfortunately, we still glorify the skewed hierarchical structure in our workplaces, which fuels a bossism mindset. And to establish crude power, one often indulges in brutal control, by being offensive, abusive, and damaging to others’ self-esteem and dignity.

A couple of days ago, a discussion unfolded between colleagues who came to visit me. The topic was how to ensure effectiveness and efficiency in an organisation. One idea floated was that subordinates should always be kept guessing your mood by keeping them on edge in anticipation of the unknown. Your smile should be a premium; your frown, a warning. Another said that divide and rule is a better policy, with a belief that if you spread mistrust, people will flock to you with backbiting, and you’ll get to know everything happening in the office. Wow! That sounded like dirty politics in the workplace. Someone else suggested being completely indifferent to subordinates, so they understand you mean business and won’t tolerate non-performance.

One benevolent voice suggested, 'be democratic'. Listen to everyone, but ultimately do what you think is right.

Different models were propagated to manage an office. There may be many more, as handling situations is often circumstantial.

What struck me throughout the discussion was that no one talked about seeing colleagues as people, to be precise as human beings like yourself. The entire conversation was self-centric: What should I do? No one spoke of understanding the colleague as a person, of wanting to learn about their background and mental state in order to allocate work based on strengths and weaknesses.

We proudly say: learn to separate personal and professional life. But is that really possible? Can someone battling domestic turbulence remain unaffected at work? Can someone struggling under the weight of debt remain composed? Can the loss of a loved one not affect performance? We must realise that what happens outside the workplace often carries into it, and leaders must acknowledge and appreciate that. They must sound supportive and compassionate.

It should not be the mood of the boss that should dictate work culture. The work culture should be defined by the collective mood of all present and working.

We should understand that an organisation is not a battleground for a power game. It is a space where common goals are set, and everyone plays their part to achieve them, together.